Work Out Loud Behaviors: Considering Downstream Impacts of Collab Decisions

I experience the exponential profits of WIIFE everyday! Thx for this nice blog!


A common phrase you hear from people when trying to convince them to adopt new behaviors is WIIFM…”What’s In It for Me?”. While I’m not a fan of that mindset, personally, I understand why it’s important to help people get it. But I’ll come back to that.

I tend to lean more toward the WIIFE approach…”What’s In It for Everyone?” Unfortunately I just realized that my acronym spells “wife”…and that was totally unintentional and could get awkward depending on where I go with this. TheBrycesWife might be reading. Tread lightly…Bryce…tread lightly… 🙂

Put another way, most people ask about how to conduct their work & collaboration activities in a way that makes it as easy as possible for them…to save them time right now. But when we lead with that approach, what opportunities for future value are we sabatoging as a result? Are we making decisions that actively consider and…

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Noam Chomsky: Bubble Tests “Destroy Any Meaningful Educational Process”

Diane Ravitch's blog

This post contains a valuable interview with Noam Chomsky.

Chomsky is a philosopher, not a statistician or an economist. He looks behind the facade of data to ask “why are we doing this?” “What are the consequences?” “What is the value of collecting the data?” “Why?”

Statisticians and economists (fortunately, not all of them) tend to think that when they have collected enough data, they will reach conclusions about the data. They think the data is as solid as “how many cars of this model sold? what was the profit margin? how should we price next year’s model to maximize profit?” or “how high will corn grow with this amount of fertilizer? how many acres should be planted with this seed?”

The starry-eyed data-mongers believe that children can be measured like any agricultural or mechanical product.

But teachers know that children are not corn; they are not electrical appliances; they…

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The two faces of digital transformation

Esko Kilpi on Interactive Value Creation

The first face

FaceHave you ever wondered why you don’t see anyone reading a book when you visit companies? We associate reading with finding information and learning, but we also include qualities such as contemplation, solitude and mental privacy when we think about books.

There is a mental framework that is used when dealing with books, and another distinct mental framework regarding information-related practices in the corporate world. Basically, you are not allowed to read a book, but you can read a document.

Documents and word processing are part of the framework of management today. Documents were born from the needs of a hierarchical, systemic approach to management. Top-down information was in the form of PowerPoint slide decks containing vision statements, Excel sheets with goals and Word documents explaining corporate procedures. Bottom-up information was used mainly to provide reports and data for managers, helping them to keep their employees accountable…

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Google’s Larry Page: The most ambitious CEO in the universe


There’s a joke about Larry Page that’s been making the rounds at Google X, the “moon shot” factory where Google is developing self-driving cars, high-altitude wind turbines, and a fleet of stratospheric balloons to blanket the world with Internet access: A brainiac who works in the lab walks into Page’s office one day wielding his latest world-changing invention—a time machine. As the scientist reaches for the power cord to begin a demo, Page fires off a dismissive question: “Why do you need to plug it in?”

It’s a tall tale that is repeated affectionately by the whizzes inside the futuristic lab because it captures the urgency and aspiration of their boss to move technology forward. The Google CEO is the kind of guy who thinks the improbable is a given and the seemingly impossible is likely. He’s not one or two steps ahead of his engineers and research scientists; he…

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From productivity to social innovations

Esko Kilpi on Interactive Value Creation

The printing press constituted a true revolution in communication. But what really happened as a wider consequence of that revolution? Let’s try to reconstruct the circumstances that preceded printing. We know that there was a strong, although very divergent scribal culture before the printing press. The cultural texture was quite thin outside monasteries, libraries, and cities such as Bologna. That led to a heavy reliance on the vocal transmission of information, on storytelling.

The information culture was half-spoken, half-written.

The influence of the scribe was greatly enhanced because of a complementary character, the copyist. At first, the shift from script to print produced a social culture that was not very different from the culture produced by scribes. The writer – printer process was not very different from the scribe – copyist process, if looked at from the outside. Of course there was a huge increase in the output of…

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